An interesting study on the effectiveness of telephone coaching by Katherine Collett.

1. A case study on the effectiveness of
telephone coaching
Research
Author: Katharine Collett
Katharine Collett M00218213 1

2. I-Coach Academy and Middlesex University
Post Graduate Certificate in Coaching Practice. RCN Pathway
Katharine Collett, Student Number M00218213
Work Based Research Project
Module: WBS 4822
Project Title
A case study on the effectiveness of telephone coaching
December 2008
Katharine Collett M00218213 2

3. Summary
This case study researches the effectiveness of telephone coaching and addresses the
following research aims:
• Identify the factors that influence the effectiveness of coaching via the
telephone.
• Understand how the coach ensures the effectiveness of telephone coaching.
• Assess how the impact of coaching by phone impacts on the uptake of
coaching and how frequently clients are likely to request face to face coaching.
Using interview and questionnaire methods, the research involves a group of three
coaches who coach by telephone to different extents, and a group of internal clients
from the Royal College of Nursing’s (RCN) Management Development Programme.
The research suggests the factors that influence the effectiveness of telephone
coaching are:
• Coaches skills in listening
• Coaches use of information other than body language
• Coaches ability to build a relationship on the telephone
• Coaches belief in the value of telephone coaching for clients
• Clients willingness to be coached by phone
The results indicate that coaches ensure that telephone coaching is effective through:
• Listening
• Using silence
• Using an ontological approach
• Paying attention to building relationships with their clients
Telephone coaching can increase the uptake of sessions from 3 sessions on average in
the non-telephone group to an average of 5 sessions in those receiving coaching by
telephone. The research suggested that 21% of clients would prefer face-to-face
coaching.
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4. Contents Page Number
Summary
Chapter 1 – Introduction 1
Chapter 2- Terms of reference/ 2
Objectives and Literature Review
Chapter 3 – Methodology 5
Chapter 4 - Project Activity 9
Chapter 5 - Project Findings 13
Chapter 6 - Conclusions and recommendations 19
References 22
Appendices
Appendix 1 – Literature review themes
Appendix 2 – Summary of case study protocol
Appendix 3 – Telephone interview discussion guide
Appendix 4 – Questionnaire for internal clients
Appendix 5 – Email to coaches
Appendix 6 – Email & reminder email to clients
Appendix 7 – Reflections on project activity
Appendix 8 – Analysis of questionnaire – key points
Appendix 9 – Analysis of initial theoretical proposition
Appendix 10 – Cross analysis of second theoretical proposition
Appendix 11 – Reflections on learning log extracts & overall programme
Appendix 12 – Learning agreement, including ethics release form,
module registration form and feedback questionnaire
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5. Chapter 1 Introduction
1.1 Work context
The RCN has made a substantial investment in the development of internal coaches in
order to support managers on the Management Development Programme (MDP).
However the take up of the coaching provision by delegates has been variable and this
is causing concern to the Organisational Development Department (OD Dept) as the
coaching was designed to be an integral component of the programme.
1.2 Research themes
The OD Dept has undertaken some research on the reasons for this (see 2.7) As a
result the RCN wants to understand the factors which impact on the effectiveness of
coaching via the telephone in preparation for introducing this into the coaching
programme.
1.3 Appropriateness of the project
In my role of business development manager I work with internal departments to
increase their return on investment, and in this research I will use my business
development expertise in addition to my coaching knowledge.
I am also leaving the RCN at the end of November to start my coaching business and I
plan to use telephone coaching. I am particularly interested in understanding how the
availability of telephone coaching affects the uptake of coaching, as this will help me
develop my offer to individual and organisational clients. In addition, I would like to
understand how coaches ensure that the telephone sessions are as effective as face-to-
face sessions. I plan to incorporate this insight into my coaching practice using Kolb
as a practice development model.
Katharine Collett M00218213 1

6. Chapter 2 Terms of Reference, Research Aims and Literature Review
2.1 Terms of Reference
The aim of the project is to understand more about the effectiveness of telephone
coaching. It will involve a small sample of coaches who use telephone coaching
within their coaching practice and a sample of clients who have completed the MDP.
The literature search will also include a review of the use of the telephone within
coaching and counselling situations. This widening of boundaries is intended to
provide richer data on the use of the telephone in helping environments.
2.2 Research Aims
Main research aims are to:
• Identify the factors that influence the effectiveness of coaching via the
telephone.
• Understand how the coach ensures the effectiveness of telephone coaching.
• Assess how the impact of coaching by phone impacts on the uptake of
coaching and how frequently clients are likely to request face to face coaching.
2.3 Research Questions
The following research questions are designed to meet the research aims:
• What are the factors that influence the effectiveness of telephone coaching?
• How do coaches ensure that telephone coaching is as effective as face-to-face
coaching?
• How does the offer of telephone coaching impact on the uptake of sessions
within the MDP?
• What proportion of clients is likely to reject telephone coaching and want
face-to-face coaching?
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7. 2.4 My perspective on the research
Denscombe (cited in Gray 2004) highlights the importance of self in the research,
which resonated with my desire to be authentic and open in my values and beliefs and
their impact on the research.
The following reflects my position on telephone coaching:
I believe that “coaching via the telephone can be as effective as coaching face to face
and can lead to an increased uptake of coaching and reduced costs”.
This reflects my view on coaching:
I believe that “in a coaching relationship the coach provides support to the client;
however unlike other helping relationships the coach sees the client as the expert and
their role is to be a thinking partner for the client in whatever the client wants to
explore”.
2.5 Managing conflicts in the data and literature
I plan to include references which conflict with this position, which include “Many
counsellors and psychotherapists still dispute the proposition that genuine therapy can
take place over the telephone” (Sanders 1998).
I will include and review any conflicts that arise between the literature and research
results “as with the deductive approach, theories are tested through observation,
leading either to falsification and discarding of theory, or to the creation of, as yet
unfalsified laws” Popper (cited in Gray 2004).
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8. 2.6 Literature Review
I used the following sources for my literature review:
• Internet
• Research books
• Coaching journals
• Ashridge database
• British Nursing Index database
• PsycINFO database
A number of themes emerged from the literature; these are listed with the quotes in
appendix 1.
The literature review covered contrasting conclusions on the effectiveness of
telephone coaching. These included, being more honest due to the distance and
finding it easier and cheaper to keep the appointments. In addition, I was surprised to
read, “When the telephone is used, counsellors have to adapt their face to face
practice and model to the medium of the telephone” (Sanders 1998). This contrasted
with my own experience.
2.7 Review of previous internal data
Previous RCN internal research included a question on the reasons why clients did not
take up all of their sessions. Reasons given for not taking up the full six sessions
ranged from illness to difficulties in logistics due to geographical challenges of the
RCN and time issues. No one stated they did not take up the sessions due to lack of
interest.
2.8 Use of literature and data review to inform research
This insight contributed to the development of the interview discussion guide and the
questionnaire in influencing the questions asked. For example, I asked coaches how
they altered their coaching model when moving from face to face to the telephone.
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9. Chapter 3 Methodology
3.1 Influences on research methodology choice.
In deciding which methodology to use, I initially reflected on my own view of how
theory should be developed. My previous experience as a science graduate suggested
a deductive approach starting with a theoretical model based on previous research. I
was also clear that I was seeking to develop theory that could be generalised to a
larger population i.e. the whole of the RCNs’ MDP and the clients, which I would
come into contact with in my new business. See appendix 11 on reflections from
learning log.
3.2 Research Methodologies explored and rejected
I initially looked at whether Phenomenology would be a useful research methodology.
I decided that it might be suitable to help me understand how coaches ensure that their
telephone coaching is effective, as I planned to use a small sample size. However I
felt that Phenomenology was a method that did not usually develop theory which
could be generalised, also it would not be very effective at addressing the question
‘how does telephone coaching impact on the uptake of coaching and what proportion
of clients are likely to reject telephone coaching’. I therefore decided to review survey
methodology.
I was drawn to analytical surveys due to the deductive approach and suitability to
generalize results. However, as I only had a relatively small sample of MDP delegates
(29) available to me, I decided that this was too small for generalization using this
method. In addition, I felt that a survey approach was not the best approach to answer
the question how do coaches ensure that telephone coaching is effective.
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10. 3.3 Chosen approach –Case study on telephone coaching
I finally decided that a deductive case study approach “as a key strength of case study
method involved using multiple sources and techniques in data gathering” Soy (1997).
This approach would enable me to answer all of the research questions using the
following data sources:
• Coach perspectives
• Client perspectives
• Literature review
3.4 Steps to increase the generalization, validity and reliability of the results
I was aware that one of the weaknesses of case studies can be generalizability, as
commented on by Denscombe cited by Bell (1999) and I planned the following steps
to increase generalizability:
•The use of a single embedded case study looking at the different units of analysis
shown above, as this will allow data triangulation using three data sources. As I was
planning to look at three separate data sources, I considered using a multiple case,
holistic approach; however I rejected this as I had defined units of analysis and the
single embedded would give more generalizable results.
•The use of Kolb (1993) to help generalize the results by using the theory from the
literature review, the research as part of the experimentation and the recommendations
as part of the concrete practice.
•The selection of cases that were typical of the population of both coaches and clients
generalizability based on advice from Gomm cited in Gray (2004). This included
“providing evidence on the ‘fit’ of key characteristics between the sample and the
population” and “using a systematic selection of cases for study” and “cases that are
typical of the population”.
•The development of a case study protocol as recommended by Yin cited in Gray
(2004). See appendix 2
•Looking for conflicting data and use of cross analysis Soy (1997).
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11. 3.5 Data collection approaches
a) Stage 1
I planned to use a semi structured interview approach (Discussion guide in appendix
3) as it offers the following benefits
• Allows in depth exploration of the coaches view of the phenomenon
• Allows sample to be asked the same questions
• Able to include themes from the literature and data review
b) Stage 2
I planned to use a quantitative questionnaire (in appendix 4) to answer the questions
around the impact of telephone coaching on the uptake of coaching within the MDP
as it offered the following benefits:
• Quick simple questionnaire to complete
• Able to incorporate some of the themes from the coach research into the client
research
• Able to quantify results
• Able to incorporate themes from literature and data review
c) Piloting of questionnaire and discussion guide
I planned to pilot the questionnaire and discussion guide. The questionnaire was to be
piloted with two managers who are on the MDP who are not part of the sample, as
they have not completed the programme yet. The discussion guide was to be piloted
with a coach suggested by the sponsor.
3.6 Sample selection
I planned to use purposive sampling to choose:
• Coaches who use telephone in varying proportions (exclusively, regularly and
occasionally)
• Coaches who are available to take part in the research within a short time
frame
• Clients who have completed the MDP
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12. 3.7 Impact of insider research
Strengths Weaknesses
• My role within the organisation which • Time constraints due to
may result in a higher response rate to responsibilities of main role
the client questionnaire and may • Potential bias as a lone researcher
result in more interest from coaches
to take part in research
• Access to the internal research data
• Access to a large pool of clients
3.8 Ethical considerations
I completed an ethics release form as part of my learning agreement; which was
agreed by my project sponsor (appendix 12). I considered the following issues
regarding ethics throughout the research; this is adapting the advice in Bell (1999):
• Agreement will be sought from my internal sponsor to the learning agreement
• Participants will have the choice of participating in the research or opting out.
This is documented on the initial emails to be sent to the coaches (appendix 5) and
also on the email questionnaire sent to internal clients (appendix 6).
• Comments at interview or in the will remain confidential and be non-attributable
(appendix 5 & 6)
• Briefing emails will be clear on how the research would be used (appendix 5 &
6)
• Agreement will be sort from the coaches that the notes from the interviews are a
true representation of our discussion.
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13. Chapter 4 Project Activity
4.1 Finalising research sample - interviews
I used my coaching network to find a suitable sample. Being clear about who met the
criteria (see 3.6) was a useful screening tool.
4.2 Stage 1 – In-depth interviews
a) Development of discussion guide
I used the themes from the literature review to drive the design of the discussion
guide. I reviewed some previous market research discussion guides following
reflection; I added a warm up question and wrap question shown in appendix 3.
b) Piloting of interview guide
I used the back up plan from the protocol, as the coach I had intended for the pilot did
not get back to me. I piloted the discussion guide with an internal colleague to get
feedback on the questions and whether there were obvious questions that I had
missed.
c) Conducting interviews
I used the discussion guide throughout the interviews and found it very useful as the
questions and prompts enabled the coaches to talk more fully. I made notes
throughout the sessions and recorded most of the coaches’ comments. I checked the
accuracy of these notes with the coaches.
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14. 4.3 Stage 2- Quantitative questionnaire
a) Developing the questionnaire
The questionnaire was designed to answer all the research questions except ‘how does
the coach ensure effectiveness’. I checked that the format ensured that the
questionnaire flowed in a logical order and was applicable to those who had not had
telephone coaching in addition to those who had.
b) Piloting the questionnaire
I piloted the questionnaire as planned and asked for feedback on how long it took to
complete the questionnaire, whether the flow was logical and what were the
difficulties they found when completing it based on my reading of Bell (1999). See
Helped section in appendix 7 and initial and final questionnaire in appendix 4.
c) Engaging delegates
I sent a personal email to the questionnaire sample (appendix 6), with the intention of
increasing the response rate and to preserve individual confidentiality. I gave the
delegates two weeks to complete the questionnaire which I felt was sufficient to
ensure that clients taking half term as holiday would be able to complete it. I reflected
about sending out a reminder email and experienced balancing, between the desire to
get as big as response rate as possible and my ethical position that delegates had the
right to refuse to take part in the research. I finally decided that I could send a
reminder email attached to the original one (appendix 6) giving clients a reminder
while also reminding them of their right not to take part.
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15. 4.4 Data analysis
a) In-depth interviews
After the interview I reviewed my notes and themed them using the themes from the
literature review (Appendix 1). Further analysis was carried out using a theoretical
proposition (see later in chapter).
b) Questionnaire
Initially I started to analyse the data quantitatively by developing a simple grid and
using a 5 bar approach to scoring. However, I did not find this approach very useful,
as it did not allow me to look at the differences in results between those who received
or did not receive telephone coaching. As a result, I re- analysed the results initially
by splitting the responses into those from clients who had been offered telephone
coaching and those who had not. Then I looked at the data to see if I could see any
other groupings and I saw that there were as shown in appendix 8.
I also recorded any comments from the clients into each of the groups above.
From this initial analysis I carried out further quantitative analysis as shown in
appendix 8.
c) Development of a theoretical position
Initially I used the themes from the literature review to develop the theoretical
position. I then developed a table of supporting and contradicting data (appendix 9)
and subsequently I revised theoretical position, which I re-analysed the data against
(appendix 10). See appendix 7 e) what helped me.
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16. 4.5 Reflections on what helped me? (See appendix 7)
a) Development of case study protocol
b) Piloting of questionnaire
c) What do I really need to know?
d) Re-analysis of data
e) Development of theoretical proposition
4.6 Reflections on what hindered me? (See appendix 7)
a) Recording interviews
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17. Chapter 5 Project Findings
In order to understand the relative importance of the factors that influence the
effectiveness of telephone coaching it is important to understand the relative
effectiveness of telephone versus face-to-face coaching.
5.1 Can telephone coaching be as effective as face-to-face coaching?
The analysis suggested that telephone coaching could be effective. Previous
researches commented that “participants not only embrace distance treatment as an
acceptable access solution but would also select it again over a face-to-face system”
(Lingley-Pottie 2007) and this was supported by comments from one client that “I had
a couple of sessions of telephone coaching as part of my 6 sessions from the MDP. I
found them very useful and certainly no less effective than face-to-face coaching”.
In addition to the evidence on effectiveness, the analysis also suggested that telephone
coaching could be more effective than face to face in some situations with a comment
from one client “it allowed me ‘privacy to think’” This was supported by comments
from the literature and from two of the coaches.
Finally, all clients who experienced telephone coaching said that they would
recommend it to a colleague. In addition the average number of sessions that took
place in the group taking up phone coaching was 5 compared with an average of 3 for
the non-telephone group. Both pieces of data strongly suggest that clients found
telephone coaching an effective way to receive coaching. However this could be
interpreted differently, with the lower take up for face to face suggesting that it was
more effective therefore clients needed less sessions. If this interpretation were correct
it would contradict the findings above and my assumption that clients would
recommend telephone coaching to colleagues because they found it as effective.
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18. 5.2 What are the factors that influence the effectiveness of telephone coaching?
a) The coaches ability to listen effectively and demonstrate that they are
listening and present for the client
Data from all sources reviewed highlighted the need for effective listening. The
questionnaire responses suggested that the important factors for coaches to consider
were to show they were listening (66%) and knowing when a client is thinking and
when to say something (22%).
b) The coaches’ non reliance on body language.
Both the clients and the literature searches highlighted that being face to face could
cause distraction to both the coach and client, with one client writing “Found
telephone coaching better than face to face as I was not distracted by subtle non
verbals.” All coaches suggested that they used other information than body language
to connect with their client. More detail is given in 5.4 b).
c) The coaches ability to build a good relationship with the client over the
telephone and responsiveness to the needs of the client to meet face to face
All coaches suggested that they built relationships on the telephone in the same way
as face to face. With the literature research suggesting that the level of relationship
was as good in face to face as telephone situations. “High levels of working alliance
and problem resolution were found in both face-to-face and distance conditions,
providing some support for the effectiveness of distance coaching.” (Berry 2005)
All the data sources suggested that the coach needs to be responsive to the clients
needs for face to face with coaches (3/3) and literature saying “I recommend at least
one personal, initial meeting if possible. But that’s not necessary for the coaching
relationship to be effective.” (De Gaetano) With clients saying that at least one or two
face-to-face meetings were important with 21% refusing telephone coaching.
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19. 5.3 Data which conflicts with theoretical proposition
The data from the interviews suggests that the coaches’ perception that the client is
suitable for telephone coaching is important in their decision to offer coaching by
telephone. With one coach saying that they would “only tend to coach easier clients
by phone” and “my trickier clients lack interpersonal skills and I feel that my
presence is more important with them as feel it is easier to feedback if I experience
the whole person.” This contrast with the view of another of the coaches who said “if
working with a client with low emotional intelligence, I would suspect the feedback
would be as difficult on the phone as face to face.”
This is supported from data in the literature; “Many counsellors and psychotherapists
still dispute the proposition that genuine therapy can take place over the telephone”
(Sanders 1998).
These data suggest that an important factor affecting the effectiveness of telephone
coaching is the coaches’ belief in its effectiveness. This factor should be added to the
theoretical proposition.
5.4 How do coaches ensure that telephone-coaching sessions are effective?
a) Use active listening
All of the coaches highlighted the importance of listening particularly “the tone of
voice and how the client is phrasing” “how they are speaking, their changes of
energy, how they say what they say, and their breathing.”
b) Use of silence
The use of pauses and silence came through as key themes from all coaches “I ask
and I don’t interrupt pauses, clients have told I that I am good at uncomfortable
silences. When the client hits silence this can be good as it can produce something. I
may say, “did you notice that pause – what is that telling you?”
The use of silence was referred to by two of the coaches, “I use silence rather than
body language and it can take a while before the client is easy with silences. I ask the
client if they are thinking or stuck e.g. “have you finished your thinking?”
Katharine Collett M00218213 15

20. c) Using body and emotion
Two of the coaches said they “work from an Ontological perspective with body,
emotion and language” and “as it is impossible to see the person, I connect through
listening to breathing, voices and stories.”
One coach said that they “listen to their story and get the client to walk around and
tell me what they are noticing and what is going on emotionally.”
Two of the coaches said they ask questions from an ontological perspective for
example, “I ask the client how they are holding themselves and ask them what is
going on with their bodies as they speak. I also use my own body experience.” Also
“if they are talking fast I ask them what is happening in their body “so how about if
you sit back?” “I get them to use their body to change their state” and “I also get the
client to talk through their shape.”
c) Build relationships on the phone
All the coaches said they felt that the process of building a relationship was the same
on the telephone as when they were face to face “I use the normal process of building
a relationship, checking in and asking what’s important to them now, getting into
their space and connecting with their story and being present for them.”
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21. 5.5 What is the impact of offering telephone coaching on the uptake of sessions?
The questionnaire provided useful data on the actual number of sessions; overall 24%
of the sessions that took place were by phone. Of the sessions, which took place 58%
of them, were in the group that were offered phone coaching compared with 43% in
the non-phone group. The average number of sessions that took place in the group
taking up phone coaching was 5 compared with an average of 3 for the non-phone
group.
Evidence from the questionnaire suggested the benefits of phone coaching to clients
were more convenience (66%), less time taken to travel (22%) and less cost as no
travel (11%). This was also supported by evidence from the literature review, coach
interviews and the previous internal research.
This suggested that telephone coaching had a positive impact on the uptake of
coaching with more sessions taking place in the group who received telephone
coaching.
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22. 5.6 What proportion of clients is likely to reject telephone coaching and want
face to face?
C omparis on of take up of c oac hing
Delegates offered and took up
phone c oac hing
Delegates offered and refus ed
16% phone c oac hing
11% Delegates not offered phone
47%
c oac hing and willing to try
21%
5% Delegates offered phone
c oac hing who did not want
further s es s ions
Delegates not offered phone
c oac hing who prefer fac e to fac e
The data analysis shows that 21% of clients are likely to reject telephone coaching.
Actual data given in appendix 8.
This suggests that 79% of clients are likely to accept coaching by phone, which
suggests that it will be a useful option for the RCN where clients are based in different
locations to coaches.
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23. Chapter 6 Conclusions and Recommendations
6.1 Conclusions.
This research has enabled me to understand more about the effectiveness of telephone
coaching. The results suggest that telephone coaching can be at least as effective as
face to face coaching. Although the case study used small samples, the fact that
purposive sampling was used for the coach sample and the client sample is
representative of the clients on the MDP, the results can be generalised for the RCN
MDP. In addition, it is likely that the results could be generalised to clients outside the
RCN assuming that their profile is similar to the internal clients.
The results suggest that the theoretical proposition needs revising to include the
impact of the coaches’ belief in telephone coaching. Based on the revised theoretical
proposition, the factors that influence the effectiveness of telephone coaching are:
• Coaches skills in listening
• Coaches use of information other than body language
• Coaches ability to build a relationship on the telephone
• Coaches belief in the value of telephone coaching for clients
• Clients willingness to be coached by phone
The results indicate that coaches ensure that telephone coaching is effective through:
• Listening
• Using silence
• Using an ontological approach
• Paying attention to building relationships with their clients
Telephone coaching can increase the uptake of sessions from 3 sessions on average in
the non-telephone group to an average of 5 sessions in those receiving coaching by
telephone. The research suggested that 21% of clients would prefer face-to-face
coaching.
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24. 6.2 Recommendations
The recommendations for the RCN are:
6.3 Further research
I would recommend that the questionnaire be repeated once telephone coaching is
introduced more extensively to ensure that the results in the small sample are
replicated with a bigger sample. In addition, it would be useful to extend the coach
research and potentially use a phenomenological approach to develop thick
descriptions on how coaches develop their relationships by phone. I would like to
develop more research on this area in the future.
In order to validate the theory further, I plan to review the findings with the coaches
who took part in the research to ask for their feedback on the research findings, this
would increase the validity of the research and reduce the risks associated with insider
research.
From a personal perspective, I am intending to read more about ontological coaching,
reflect on what I read and what I have heard from the coaches in the research and then
experiment with this in developing my future coaching model. I think that this is
likely to impact on both my face to face coaching and telephone coaching. This is a
good example of how I will continue to apply Kolb’s (1993) experiential leaning
cycle once I have completed the post graduate certificate and will have an ongoing
impact as I continue to develop my coaching.
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25. 6.4 Reflections on learning log
I have included learning reflections in my helped and hindered section in appendix 7.
In addition there are eight main areas of reflection which are referred to in depth in
the learning log extracts (appendix 11) these are:
a) Importance of choice of methodology before methods
b) Choice of research question
c) Importance of choice of data analysis
d) Value of protocol
e) Reflection on generalisation
f) The use of the theoretical proposition
g) Incorporation of learning into my coaching model
h) Overall learning throughout the programme
Word Count chapters 1-6 4481
Key words: Coaching, telephone, effectiveness
Project Supervisor, Middlesex University: Jean O’ Neil
Acknowledgments – thank you to the following people
• Kim Manley (RCN Learning and Development Institute)
• Carolyn Munton (Project Sponsor)
• Geraldine Cunningham (Interview pilot)
• Lynda Isaac (Colleague and questionnaire pilot)
• Nicky Spode (I- coach community)
• Jean O’ Neil (Middlesex university)
Katharine Collett M00218213 21

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